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| Foreword | |
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| Preface | |
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| Who should read this book | |
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| Assumptions I've made about you in writing this book | |
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| How to use this book | |
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| How to contact us | |
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| Safaria“ Books Online | |
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| A brief history of project management (and why you should care) | |
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| Using history | |
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| Web development, kitchens, and emergency rooms | |
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| The role of project management | |
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| Program and project management at Microsoft | |
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| The balancing act of project management | |
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| Pressure and distraction | |
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| The right kind of involvement | |
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| Summary | |
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| Exercises | |
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| One Plans | |
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| The truth about schedules | |
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| Schedules have three purposes | |
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| Silver bullets and methodologies | |
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| What schedules look like | |
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| Why schedules fail | |
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| What must happen for schedules to work | |
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| Summary | |
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| Exercises | |
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| How to figure out what to do | |
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| Software planning demystified | |
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| Approaching plans: the three perspectives | |
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| The magical interdisciplinary view | |
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| Asking the right questions | |
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| Catalog of common bad ways to decide what to do | |
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| The process of planning | |
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| Customer research and its abuses | |
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| Bringing it all together: requirements | |
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| Summary | |
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| Exercises | |
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| Writing the good vision | |
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| The value of writing things down | |
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| How much vision do you need? | |
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| The five qualities of good visions | |
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| The key points to cover | |
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| On writing well | |
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| Drafting, reviewing, and revising | |
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| A catalog of lame vision statements (which should be avoided) | |
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| Examples of visions and goals | |
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| Visions should be visual | |
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| The vision sanity check: daily worship | |
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| Summary | |
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| Exercises | |
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| Where ideas come from | |
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| The gap from requirements to solutions | |
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| There are bad ideas | |
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| Thinking in and out of boxes is OK | |
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| Good questions attract good ideas | |
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| Bad ideas lead to good ideas | |
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| Perspective and improvisation | |
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| The customer experience starts the design | |
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| A design is a series of conversations | |
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| Summary | |
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| Exercises | |
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| What to do with ideas once you have them | |
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| Skills | |
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| Writing good specifications | |
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| What specifications can and cannot do | |
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